PIRELLI'S PLAN

A manufacturing history

THE CONTEXT

As a part of its DNA, Pirelli aims to develop new products and technologies as well as new manufacturing processes constantly.
Being at the top of the edge in its field, means to focus on mindset and behavior as key enablers of continuous transformations of the market.

We started our partnership in change management with Pirelli in 2009 through a showcase of some of our main joint projects at plant level in Settimo Torinese, Bollate, Bahia (Brazil), Silao (Mexico).

OBJECTIVES

The aim of these change management paths has been to create the right mindset able to help each plant to achieve its results and face the key challenges. Pirelli’s goal was to create and implement a Cultural Change Management program in order to work on 3 assets: product, process, people.

FORMAT & CONTENTS

The change management methodology has been a key success factor in all of these projects. Communication, training, internal and external stakeholdes’ engagement together with the fully visible sponsorship by the leaders have been crucial to face common and specific challenges. Blue collars, white collars as well as managers have been both audiences and leaders of these changes.
In 2009 Settimo Torinese started a multiyear (2009 – 2015) project aimed to shift the entire production from the mass-market tire to the premium and prestige product in a brand-new building.
In 2016, Bollate begun a similar project on a smaller scale, that helped the plant to create the best products for the best clients.
In 2017 Bahia re-shaped its plant toward Bahia 4.0 in order to guarantee a Premium standard in process and ways of working.
In 2019, Silao plant has been starting its journey to reach a higher degree in terms of quality of the product and of the process.
Methodos had the chance to work closely with the plants and HQ as well and to work sometimes with other consultancies through joint projects in order to ensure the best results.
In every project, we have set plenty of activities: sometimes traditional, such as in-house training; sometimes very innovative such as the museum of tire that presented the entire tire production process or… a music performance with blue collars. All of these acitvities, help people to understand the need of change, to develop the right capabilities and to create the willingness to do it. In every case, the plan needed to adapt itself to the emerging needs and opportunities.

RESULTS

Each plant has a different story within a common framework made by people as key enabler of the transformation. Everyone has been able to meet stakeholders’ expectations as well as people’s wishes. Cost-reductions, quality of the products and processes and new people mindsets and behaviors have been the main achieved results: this helped the plants to maintain the new competitive level they have been able to create.